Getting Juniors to be responsive Forum

[Anonymous User]

I recently lateraled to a new Big Law firm as a mid-level litigation associate. As I pick up work, it's evident the partners are staffing me on teams that also have juniors, and I'm expected to delegate some work to these juniors (in some cases I've been told that explicitly). But I'm having a hard time getting the juniors to be cooperative. For example, on one of my cases, I've noticed the junior always responds promptly when the partner emails both of us asking for something, but he does not when I email him individually myself when the partner isn't copied. In some cases the junior has just ignored my emails completely and I've had to do the work myself.

Any tips on how to get the junior to be responsive? I don't know if it's a lack of respect, or he's super busy with other work he's not telling me about, or what.

I prefer not to go crying to the partner that the junior isn't being responsive (especially because for all the partner sees, the junior IS responsive...). And it's a little passive-aggressive to copy the partner on all my emails to the junior just so the junior sees that the partner's on the thread as well. Not sure if there are any other options, however.

[Anonymous User]

What's wrong with copying the whole team on the email? That's standard where I am (transactional). As a junior I wouldn't think that as being passive aggressive. If anything when you remove partners from a chain if feels weird (unless we've worked together already).

[Lacepiece23]

I recently lateraled to a new Big Law firm as a mid-level litigation associate. As I pick up work, it's evident the partners are staffing me on teams that also have juniors, and I'm expected to delegate some work to these juniors (in some cases I've been told that explicitly). But I'm having a hard time getting the juniors to be cooperative. For example, on one of my cases, I've noticed the junior always responds promptly when the partner emails both of us asking for something, but he does not when I email him individually myself when the partner isn't copied. In some cases the junior has just ignored my emails completely and I've had to do the work myself.

Any tips on how to get the junior to be responsive? I don't know if it's a lack of respect, or he's super busy with other work he's not telling me about, or what.

I prefer not to go crying to the partner that the junior isn't being responsive (especially because for all the partner sees, the junior IS responsive...). And it's a little passive-aggressive to copy the partner on all my emails to the junior just so the junior sees that the partner's on the thread as well. Not sure if there are any other options, however.

Pick up the phone and air your grievances with the junior. Or semi aggressive emails. Usually works for most.

[jhett]

Why don't you talk directly with the junior? Approach them in a friendly, not accusatory, manner. Ask what their other workload is like, and then talk to them about your expectations on the work that you are doing together and figure out how to effectively work with each other.

In other words, try to build a rapport and figure out if they are not responsive due to extenuating circumstances or if they are just blowing you off. If the latter, you can then escalate the issue to the partner.

[Anonymous User]

I don't remove the partner from the original email, I usually start a new email chain with just associates if there's going to be a separate discussion on the tasks that the partner doesn't need to see (logistics of doc review, timeline to set up calls before sending our WP to the partner, etc.). And then we re-engage with the original email chain with the partner when talking about the tasks in a way that involves him/he needs to know about.

But maybe that's the wrong way to do it and it's better to keep everything in the same big email chain that has the partner included on every step along the way. It'll clog up the parters' emails but they're probably just used to that.

[papermateflair]

I would keep the partner cc-ed until the junior proves that they will be responsive to you. Send the email with the partner cc-ed, if the junior doesn't respond to that, pick up the phone and call, and if they refuse the assignment for a vague "too busy" reason, call the partner together so the partner can decide if this project needs to be reassigned or if they need to smooth something over with another partner so the junior can work on this, etc. Unless/until the partner complains about being cc-ed on too many emails, I would keep them in the loop.

[Anonymous User]

Do you set deadlines and explain why you have them? Juniors (rightfully) hate artificial deadlines, so explaining to someone when you need something and why that's the case gives them context and a feeling that they are part of the greater whole.

Likewise, do you explain why you're asking them to do certain things (e.g., it would be good experience for the junior to own X or Y task, or even that the partner asked you to delegate some projects)? I'm in litigation, but I'll often say something like "could you please this research this narrow issue, which is relevant to our broader strategy of X which is important to the client because of Y." This gives the junior more context and a purpose for their work. It also helps them grow and see the big picture.

TL;DR: juniors hate doing random meaningless work, so communicate clear about what should motivate them both on timing and substance.

[Anonymous User]

Flip side of this question: how do I get seniors/partners to be responsive to me as a junior?

[thisismytlsuername]

I don't remove the partner from the original email, I usually start a new email chain with just associates if there's going to be a separate discussion on the tasks that the partner doesn't need to see (logistics of doc review, timeline to set up calls before sending our WP to the partner, etc.). And then we re-engage with the original email chain with the partner when talking about the tasks in a way that involves him/he needs to know about.

But maybe that's the wrong way to do it and it's better to keep everything in the same big email chain that has the partner included on every step along the way. It'll clog up the parters' emails but they're probably just used to that.

Keeping the partner copied on emails about doc review logistics is 100% the wrong move. Just talk to the junior.

[Anonymous User]

Flip side of this question: how do I get seniors/partners to be responsive to me as a junior?

You can't?

That's an exaggeration, but "managing up" is just a part of the game that depends heavily on the partner (or associate) and matter/work product. Some partners appreciate regular reminder emails; some do not. Some partners are more responsive if you schedule a phone call; some are offended you occupied space on their calendar. Some respond well to self-executing emails (e.g., "I'll send this to opposing counsel if I don't hear back by COB today"); some can't stand the thought of work that went out before they laid eyes on it.

If you don't know which of these will work, try asking another junior who has worked with that particular non-responsive partner. If not, trial and error.

If it's getting so bad that a particular partner/associate is neglecting a case to the detriment of the client, you may have an obligation to raise this up the flagpole. But 99% of the time the partner just doesn't think your work is that important or urgent so they make you wait until they have time.

[Anonymous User]

Agree not to cc the partner on everything - I cannot imagine any partner being happy about receiving dozens of emails of limited relevance to them. As a midlevel, you have to develop management skills. If you're back in office at all, I would try and stop by their office. A conversation can be more effective than 1,000 direct or cc'd emails. Just ask directly if they are overburdened and if the answer is yes, talk to the assigning partner or whatever system you have and see if you can swap someone else in. Sometimes juniors are afraid to say they are too busy even when they legitimately are, and the lack of communication can really mess things up. If the answer is no, you can find out why they have not been responsive in a nice and respectful manner and this will give you some sense of how best to proceed.

[Anonymous User]

I am a highly responsive junior, who does not distinguish between mid-levels based on how new they are or anything else, but I always push back on taking work from associates who have yelled at me or other team members. Assuming you haven't been a dick, I think you can expect juniors to be responsive and accept work. It's our job, but it's a job I'm willing to shirk if I'm stuck with an asshole.

[malibustacy]

Why don't you talk directly with the junior? Approach them in a friendly, not accusatory, manner. Ask what their other workload is like, and then talk to them about your expectations on the work that you are doing together and figure out how to effectively work with each other.

In other words, try to build a rapport and figure out if they are not responsive due to extenuating circumstances or if they are just blowing you off. If the latter, you can then escalate the issue to the partner.

This is the most sensible response here. OP - you're literally a stranger who is new in the office and they literally don't know you at all. The juniors probably are busy with other matters, and if they had to pick, they'll prioritize work for people they know. Especially so if you're at a free market style place or a firm where associates can't review other associates. I'd really try to get to know them first as people.

[LBJ's Hair]

Flip side of this question: how do I get seniors/partners to be responsive to me as a junior?

You have to chase. Repeated emails - "apologies, gently following up" etc. You may feel like you're annoying them, but you're really not, and it's just part of the job sometimes. They get a ton of emails, so sometimes you need to bump yours back to the top of the inbox.

[Anonymous User]

I am a highly responsive junior, who does not distinguish between mid-levels based on how new they are or anything else, but I always push back on taking work from associates who have yelled at me or other team members. Assuming you haven't been a dick, I think you can expect juniors to be responsive and accept work. It's our job, but it's a job I'm willing to shirk if I'm stuck with an asshole.

I'm currently on something where, on multiple occasions, I've IM'd/emailed/called the midlevel to tell them I'm confused and lost on the deal and if they could explain the current status or whatever one-off assignment he's given me. After the second or third time he blew me off, I did everything I could to distance myself from the deal. Of course now one of the things I never got clarification on never got finished, and I'm sure he's going to ask me what happened. Can't wait to answer him.

[Anonymous User]

I am a highly responsive junior, who does not distinguish between mid-levels based on how new they are or anything else, but I always push back on taking work from associates who have yelled at me or other team members. Assuming you haven't been a dick, I think you can expect juniors to be responsive and accept work. It's our job, but it's a job I'm willing to shirk if I'm stuck with an asshole.

I'm currently on something where, on multiple occasions, I've IM'd/emailed/called the midlevel to tell them I'm confused and lost on the deal and if they could explain the current status or whatever one-off assignment he's given me. After the second or third time he blew me off, I did everything I could to distance myself from the deal. Of course now one of the things I never got clarification on never got finished, and I'm sure he's going to ask me what happened. Can't wait to answer him.

This underscores why you need to be an actual "manager," and not just a boss. You can't just tell the junior to do something. You need to give them direction and context, and be available if they still don't get it. That's how law firms work - bright eyed and bushy tailed juniors who know nothing about the actual practice of law rely on midlevels and seniors (and in some instances partners) to show them the ropes. They aren't preprogrammed work machines to which you can pass off something you don't want to do and get out polished work product.

If I tell my dog to roll over without training him properly he's just going to cock his head and look at me with a blank stare. Same goes for juniors.

[Anonymous User]

I am a highly responsive junior, who does not distinguish between mid-levels based on how new they are or anything else, but I always push back on taking work from associates who have yelled at me or other team members. Assuming you haven't been a dick, I think you can expect juniors to be responsive and accept work. It's our job, but it's a job I'm willing to shirk if I'm stuck with an asshole.

I'm currently on something where, on multiple occasions, I've IM'd/emailed/called the midlevel to tell them I'm confused and lost on the deal and if they could explain the current status or whatever one-off assignment he's given me. After the second or third time he blew me off, I did everything I could to distance myself from the deal. Of course now one of the things I never got clarification on never got finished, and I'm sure he's going to ask me what happened. Can't wait to answer him.

This underscores why you need to be an actual "manager," and not just a boss. You can't just tell the junior to do something. You need to give them direction and context, and be available if they still don't get it. That's how law firms work - bright eyed and bushy tailed juniors who know nothing about the actual practice of law rely on midlevels and seniors (and in some instances partners) to show them the ropes. They aren't preprogrammed work machines to which you can pass off something you don't want to do and get out polished work product.

If I tell my dog to roll over without training him properly he's just going to cock his head and look at me with a blank stare. Same goes for juniors.

Yeah I am a junior, and the share partners on multiple deals have gone out of their way to email other share partners and practice group leaders about how good I am (and then forwarded it to me). I agree with all of this. If someone is an asshole to me, or is difficult to work with (not responsive when I need help then gets mad when the task isn’t done right/fast, fails to properly communicate, expects me to keep a checklist updated yet never fucking cc’s me on anything despite numerous polite reminders that it’s the only way I can know what’s going on, gives contradictory instructions and then blames me for following them, etc) then I’m sure as fuck going to avoid working with that person in the future. And if I’m stuck with them, I’ll do the bare minimum.

In contrast, I’m very loyal to team members who are friendly and easy to work with, and triply so if it’s someone senior to me who went out of their way to cover for the juniors, keep us looped into context and explain the importance of fake deadlines, warn us of possible busy periods they see coming, give clear and thoughtful instructions, etc. I have gone over and above for these people (like working nonstop from 6am - 3am on a weekend) and was happy to do so.

[Anonymous User]

Some bad advice that contributes to biglaw being miserable for many ITT. Don't start off with passive aggression. You have to give them the benefit of the doubt until you talk to them. Managing - which midlevels have to do! - can be outside your comfort zone. But you might have to get on the phone or sit down with them and ask them about their docket, tell them your expectations, and see if you can get on the same page. Maybe you will learn something you didn't know and can be in a position to mentor.

Of course, they could blow smoke up your ass when you talk and then go back to being non-responsive because you aren't a partner. But at least you gave them a chance first.

[Anonymous User]

A pattern I'm having with a senior now

Senior: please do x, let me know if you have any questions
Me: will do
Me (a few hours later): <question>
S: <no response>
Me: <sends draft>
S: <makes changes without comment or explanation>

I mean I guess in the end the work gets done? But seems like it'd be more efficient and helpful to just answer the questions...

[Saami]

A pattern I'm having with a senior now

Senior: please do x, let me know if you have any questions
Me: will do
Me (a few hours later): <question>
S: <no response>
Me: <sends draft>
S: <makes changes without comment or explanation>

I mean I guess in the end the work gets done? But seems like it'd be more efficient and helpful to just answer the questions...

They said let them know if you have any questions. They didn't say they'd actually answer said questions.

[Anonymous User]

A pattern I'm having with a senior now

Senior: please do x, let me know if you have any questions
Me: will do
Me (a few hours later): <question>
S: <no response>
Me: <sends draft>
S: <makes changes without comment or explanation>

I mean I guess in the end the work gets done? But seems like it'd be more efficient and helpful to just answer the questions...

They said let them know if you have any questions. They didn't say they'd actually answer said questions.

Hahaha fair enough

[notinbiglaw]

Hi I noticed xxxx. Please just keep me up to date so I don’t have to CC and escalate.

Until you make partner, answering emails isn’t optional.

[Anonymous User]

Some bad advice that contributes to biglaw being miserable for many ITT. Don't start off with passive aggression. You have to give them the benefit of the doubt until you talk to them. Managing - which midlevels have to do! - can be outside your comfort zone. But you might have to get on the phone or sit down with them and ask them about their docket, tell them your expectations, and see if you can get on the same page. Maybe you will learn something you didn't know and can be in a position to mentor.

Of course, they could blow smoke up your ass when you talk and then go back to being non-responsive because you aren't a partner. But at least you gave them a chance first.

1000% agree. I have had several friends at one particular firm, known at least among my peers as supremely passive aggressive, look to lateral just because the passive aggressive management style is so terrible. Assume that people are trying, find out what is causing the hold-up by just talking to them like a normal human being would in any other situation and go from there.

[Anonymous User]

Hi I noticed xxxx. Please just keep me up to date so I don’t have to CC and escalate.

Until you make partner, answering emails isn’t optional.

IMHO threatening to tell daddy is a lot worse than just ccing the partner without comment. You're also signaling to the junior that you're not confident in your ability to manage. Just talk to them.

[LBJ's Hair]

Hi I noticed xxxx. Please just keep me up to date so I don’t have to CC and escalate.

Until you make partner, answering emails isn’t optional.